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Healthcare Quality: The Survey

There are a number of tools and methods that can be used to gauge patient satisfaction and quality of care.
Examples include:
personal interviews
focus groups
The AHRQ Consumer Assessment of Healthcare Providers and Systems (CAHPS®) surveys ask consumers
and patients to report on and evaluate their experiences with health care. CAHPS® surveys ask patients to
report on their experiences with a range of health care services at multiple levels of the delivery system.
Several surveys ask about experiences with ambulatory care providers such as health plans, physicians’
offices, and behavioral health plans. Some of the surveys ask about experiences with care delivered in facilities
such as hospitals, dialysis centers, and nursing homes.
Based upon the first letter of your last name, create a survey for either an Outpatient setting or Inpatient
First Letter of Last Name (M -Z) Outpatient and Ambulatory Surgery CAHPSPreview the document
Review Existing Validated Survey’s
Based upon your last name, review your assigned CAHPS® surveys
From your assigned survey, select five (5) closed ended survey questions. Cut and paste into a word
Then convert the five (5) questions to an open-ended question but save the original 5 closed ended questions.
(Change to an open-ended question by eliminating the answer choices and leave a blank for the person to fill
in an answer). Now you should have 10 questions; 5 open-ended and 5 closed ended questions in your word
Create a Survey in Survey Monkey
Set-up a free account on Survey Monkey.
Select “sign up” in the upper right-hand corner.
It should show you a registration form for a free account.
Use the ten questions created above (5 open-ended and 5 closed ended) to develop a survey in Survey

Sample Solution

e one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals. The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Che

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